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SHARE Special Project Cash Management Remediation

SHARE Special Project Cash Management Remediation. SHARE: David Holmes SHARE Director. Requesting Agency: Ricky Bejarano State Controller DFA Financial Control Division. SHARE Special Project Cash Management Remediation.

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SHARE Special Project Cash Management Remediation

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  1. SHARE Special ProjectCash Management Remediation SHARE: David Holmes SHARE Director Requesting Agency: Ricky Bejarano State Controller DFA Financial Control Division

  2. SHARE Special ProjectCash Management Remediation The Cash Management Remediation project is requesting certification for Closeout Project Justification: Statewide cash balances have not been fully reconciled since the inception of SHARE in July of 2006 • Monthly reconciliation of general ledger cash accounts to bank activity is required by Section 6-5-2.1.J NMSA 1978 Full, accurate and timely statewide cash reconciliation is essential to all State agencies. Without it: • Fraud, corruption, theft and errors may go undetected • Bank overdrafts may occur • General Ledger cash balances are unreliable

  3. SHARE Special ProjectCash Management Remediation Project Accomplishments: • Improved financial data processing functionality and system integration • Reduced reliance on manual processes and system customizations • Implemented Treasury functionality not currently deployed in SHARE • Established Treasury foundation for the SHARE Financials upgrade Summary of key changes implemented:

  4. SHARE Special ProjectCash Management Remediation Lessons Learned: Integration: For a successful implementation, it is critical to solicit involvement from other Agencies and initiatives early in the project. In addition to identified project stakeholders (DFA, STO, and DoIT), the Cash Remediation project had integration points with other initiatives (ASPEN project for HSD, and the AR deployments for CYFD). Environments: The SHARE Development (“D”), Testing (“T”), and Quality Assurance (“Q”) environments are refreshed on a quarterly basis from Production. The Cash remediation project had started testing new configuration in an environment that had been several months old (September, 2012). A subsequent environment refresh in February, 2013 necessitated additional configuration changes as a result of issues that were discovered. Support: The project went live on February 1, 2013 and was scheduled to end on March 15, 2013. Additional consultant support was required, particularly around the resolution of additional implementation issues and the monthly reconciliation process. Testing: Based on the customizations that currently exist in the SHARE system, an expanded scope of testing may be warranted earlier on in the project in order to detect errors. Technical Support: A degree of technical support was required based on changes to existing customizations and requirements, even though no technical support was anticipated and was subsequently not included in the SOW. Project Objectives: Business conditions which may be applicable to the private sector do not always apply to the public sector environment. Additional constraints may exist in the public sector which could impact project goals, objectives and timeline. Customization Impact: An impact assessment of existing SHARE customizations was difficult to conduct which resulted in additional analysis time on the project. This also justifies more rigorous testing on future projects.

  5. SHARE Special ProjectCash Management Remediation Actual Timeline for Cash Management Remediation project:

  6. SHARE Special ProjectCash Management Remediation

  7. SHARE Special ProjectCash Management Remediation Q & A

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